AgentLabs
All industries

Private equity

Agents on the portfolio systems you already run.

For operating partners and the management teams they back: we make each company's finance and sales systems fit to carry agents, then put agents on reporting, KPI collection and sales development, with a person at every decision the board will ask about.

Start with a one-week scan

One week. One workflow in one portfolio company. A working example on its own data.

AgentLabs puts AI agents on top of the systems private equity portfolio companies already run, with one view for operating partners. First we fix what stops each company's finance and sales systems from carrying agents, then agents take over reporting, KPI collection and sales development, with a person signing off, every action logged, and each company owning its system.

Where the work stalls across a portfolio.

  • Not adopted

    The value creation plan says AI, the portfolio companies bought tools, and the people who run the work still do it the old way.

  • Reporting by hand

    Month-end packs are assembled from spreadsheets and emails in every company, and the fund gets them late and in a different shape each time.

  • Cost grows with revenue

    Every growth step in a portfolio company means more headcount in finance, sales and operations, so the margin case never quite lands.

  • No accountability

    Nobody can show who approved what, what it cost, or what the agent actually did, which is exactly what the board asks.

Three workflows that are usually the first candidates.

Examples to start your own list from. The scan finds the ones that fit your operation.

Portfolio KPI collection

Today
Each company reports its KPIs in its own template on its own schedule, and an associate rebuilds the portfolio view by hand every month.
Agents take over
Agents collect the agreed KPIs from each company's systems, normalise them into the fund's definitions, and flag gaps and outliers with the reason.
A person decides
The portfolio company's CFO approves its own numbers before they leave the company; the operating partner sees only approved figures.
The audit trail records
Every figure carries its source system, its definition version, and the approval, per company and per month.
Your team owns
Each company owns its collector and its definitions; the fund owns the consolidated view.

The month-end reporting pack

Today
The finance team closes the books, then spends a week assembling the pack: pulling numbers, writing commentary, and fixing versions in email threads.
Agents take over
Agents assemble the pack from the closed ledger and the operational systems, draft the commentary against last month and budget, and prepare the board version.
A person decides
The CFO approves every number and every sentence of commentary before the pack goes to the board or the fund.
The audit trail records
Which ledger version, which adjustments, and who approved which section are recorded per pack.
Your team owns
The pack template, the commentary rules, and the definitions are the finance team's own.

Sales development for a portfolio company

Today
Target accounts are researched by hand, outreach is written one email at a time, and the CRM is updated when someone remembers.
Agents take over
Agents research the target accounts, draft the outreach in the company's voice, and keep the CRM current with every touch.
A person decides
A salesperson approves every message before it is sent, and decides which accounts enter the sequence.
The audit trail records
Which research was used, who approved which message, and what was sent to whom are logged per account.
Your team owns
The target lists, the messaging rules, and the sequences belong to the sales team.
From our work

Where portfolio companies usually start.

The month-end reporting pack, in one portfolio company. The pain is felt in every company at the same time each month, the numbers already exist in closed systems, and the judgment line is clear: the CFO approves, the agents assemble. Once it runs in one company, the same build carries to the next, and the fund's KPI view follows with little extra work.

How it would go

  1. 01The scan maps the current close-to-pack run with the finance team of one company, and reads what in its ledger and reporting systems must change before agents can carry it.
  2. 02The working example assembles last month's pack from the real ledger, commentary draft included.
  3. 03The build adds the CFO approval gate, the audit trail per number, and the handover to the finance team.
  4. 04The second company reuses the build; the portfolio view follows.

The governed layer across a portfolio.

Where a person signs off

Every number that leaves a company, every sentence the board reads, and every message a salesperson sends. The CFO and the sales lead commit; agents prepare.

What the audit trail records

The source and version of every figure, every adjustment and who made it, every approval, and what was sent to whom. Enough for the board, the auditor, and the next buyer.

What each company owns

Each portfolio company owns its own system, definitions, and runbooks; nothing depends on the fund or on us. At exit, the system goes with the company.

Start with one workflow in one company.

One week, fixed scope, in one portfolio company. You leave with a map of where AI creates leverage there, a read of its stack, a working example of one workflow on its own data, and a view of what would carry to the rest of the portfolio.

Start with a one-week scan

What you get

  • Opportunity map
  • Workflow candidates
  • Stack read
  • Working example of one workflow
  • Risk assessment
  • Value estimate
  • Recommended roadmap

Questions from operating partners and management teams.

Do you work for the fund or for the portfolio company?
Both, on one page and in practice. The company's team owns the system we build with them; the operating partner gets the consolidated view and the pattern to repeat. Neither depends on the other.
Can one build be reused across the portfolio?
Where the workflow is the same, yes. Month-end reporting and KPI collection usually are; sales development depends on the company. The scan says which.
What happens at exit?
The system, its documentation, and its runbooks belong to the company, live in its own stack, and go with it. There is no licence to us and no dependency on the fund.
How do you show the board what the agents did?
Every figure and every message carries its source, its approvals, and its timestamp. The audit trail is part of the build, not a report we write afterwards.
Will management teams accept a fund-led AI programme?
They accept what their own people helped build. The finance and sales teams map the workflow with us, sign off on the gates, and own the system from day one.
What do we own at the end?
The company owns its system, its rules, its documentation, and its runbooks. The fund owns the consolidated view. We hand both over so they run without us.

Service lines that carry this

Agentic Process TransformationAI Operating Model Design